Rizwan Janjua, Future Steel Forum, WarsawIndustry 4.0 and the Digital Future

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Preparing for a digital future

A paradigm shift in the way we source, produce, market, sell and provide support & service Digital capabilities need alignment towards organizational goals: INTERNAL Processes & value chain Structure People & culture EXTERNAL Supply chain Direct Customers and End Customers

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Supply-chain

Digitalization: Areas of opportunity for the steel industry

Key Areas of Opportunity

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Circular economy – 4R

Reduce, Reuse, Remanufacture Recycle

Micro/mini grid

Steelworks

Systemic optimization

Yield, material quality

CO2, greenhouse gases

Process & occupational safety

Order processing, Reliability, inventory

Resource efficiency

Environment

Safety

Operational & commercial excellence

Energy

Value creation, supply-chain management

Horizontal digitalization

Verti

cal d

igita

lizat

ion

Vertical digitalisation - Drivers

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CUSTOMER NEEDSINDUSTRY DRIVERS

Transparency Quality

Customization

Flexibility

Circular economy

Service orientation

DIFOTIS*

* DIFOTIS – Delivery in Full on time in specification

Safety – Process & Occupational

High yield – 100% Quality, zero waste

Real-timeactionable information

Make to order –Dynamic swift response

Min. in-process inventory

Reliability – Minimum down-time

Industry 4.0 - what are the biggest impact areas in steel?

Value Chain - Generic

Michael Porter -Competitive Advantage: Creating and Sustaining Superior Performance, 1985

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←Su

ppor

t Acti

vities

→

← Primary Activities →Se

rvice

Infrastructure

Human Resource Management

Technology Management

Procurement

Inbou

nd

Logis

tics

Oper

ation

s

Outbo

und

logist

ics

Marke

ting &

sa

les

Value Chain

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R&D

Design

Logistics:Purchase

Production

Logistics

Marketing

Services

Pre-productionintangible

Productiontangible activities

Post-productionintangible

Valueadded

Global value-chain in 2000s

Value-chain in the 70s

Value chain activities

Source: Interconnected Economies Benefiting from Global Value Chains, OECD 2013

The Smiling curveValue distribution along the global value chain

Value addition shrinking in production

Investment for adding value – Steel Industry

Logic for investing more capital: ROIC > WACC

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ROIC: Return on Invested CapitalWACC: Weighted Average Cost of Capital

Source: BCG, Solving Steel’s Value-Added Riddle, Feb 2018

Where is the money?

Steelmakers have reduced influence on: Raw material costs, and Price of products

How about Conversion Costs?

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Inventory – hog on the working capital

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Pharmaceuticals 11%Mining 11%Specialty chemicals 12%Carbon steel 20%Retail 5%Automotive 6%

*Industry week benchmarking database, Dow Jones Reuters Business Interactive LLC, Factiva, Cefic.

Inventories in process industries account for up to 56.7% of net working capital1

An inventory reduction of 10% in the primary metal sector could increase the return on assets (ROA) by 78.0%2

1: COMPUSTAT North American and Global public financial accounting data for 2013; including pharmaceutical, chemical, primary metal and mining firms

2: COMPUSTAT North American and Global public financial accounting data for 2013

Transportation, direct labour and inventory holding costs*:

Source: COMPUSTAT North American and Global public financial accounting data for 2013

Freeing up capital

Getting liquidity along the value chain Raw materials Work in process (WIP) Finished goods

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ROA = net income / total assets (Fixed Assets + Working Capital)

Logistics & Delivery Service

Shift from 6 weeks to 6 days delivery performance Flexible product change over counted in minutes. Low stock or inventory Order & product tracking direct on line from raw materials to

customers' end product Customer inventory management

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Inventories or Buffer stock can hide problems

Suppliers’ reliability, customers orders Equipment failures & delays Poorly trained workers Defective materials & Waste Poor scheduling, Changeover time

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Excessive inventory masking issues Lean inventory reveals problems

Lean Production in Steel Industry?

Industry ArchetypesConsumer industries Process industries

End of value chain – close to end consumers (B2C) Beginning of the value chain (B2B)

Higher demand visibility Lower demand visibility

Higher variable costs High fixed costs - economies of scale

Higher degree of manufacturing volume flexibility High utilization rates – Low flexibility

Discrete manufacturing - “assembly-line” e.g. automotive, electronics, consumer goods

Continuous manufacturing e.g.chemical, primary metals etc

Small batches Bigger batch size

Products counted in number Products measured in volume/weight

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Production planning strategiesConsumer industries Process industries

Classic pull system (JIT) Classic push system (MRP)

Production at one level only happens when initiated by a request at the higher level. That is, units are pulled through the system by request

MRP system computes production schedules for all levels based on forecasts of sales of end items

Deliver right amount of product at the right time – Once produced, subassemblies are pushed to next level whether needed or not

Each item has a fixed destination Lot of internal flows, rework

WIP (work-in-process) inventories to an absolute minimum

Large inventories

Eliminate waste – Higher quality & faster error detection

Large quantities of scrap before errors are discovered

High flexibility – fast setups & changes allow small batch sizes

Lower flexibility – bigger batches

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Can steel industry adopt a hybrid planning system?

Two most important impetus on Industry 4.0: Greater visibility – horizontal integration in the supply-chain for reducing

accuracy of forecasting for MRP Minimise “bullwhip” – reduction of WIP & final inventory leading to reduction in

Working Capital

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Flexibility & Lean production

The bullwhip effect

Amplification of orders occurring within a supply chain in the upstream direction Even if the demand is fairly stable it leads to: High working capital (unnecessary inventory) Costs (unstable production, poor reliability of equipment) Lost revenues (supply / delivery shortfall) Increased lead times

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Reduction of work–in–process (WIP) for lean production

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Stainless steel strip plant

Sample: 164 combinations of steel grade & slab width, arranged in fivegroups, a–e

Slab inventories in even well–managed plants can reach 10 to 20 daysMean transfer time for slabs (and WIP) is sensitive to product varietyReduction of WIP requires flexible production, delivering right–sized batches for low–volume products

Source: J. Storck, STRATEGIC AND OPERATIONAL CAPABILITIES IN STEEL RODUCTION, Doctoral Thesis, KTH Stockholm, Sweden, 2009, ISBN 978-91-7415-507-5

Order coupling policy – flexibility

Steel production follows a ‘V’ shaped bill of materials Identification of Customer Order Decoupling Point (CODP) or

“order penetration point” depends on product portfolio

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Low product variety: Higher performance if the production system exhibits a high degree of process flexibility downstream from the order coupling point.

High product variety: Higher performance when the production system exhibits a high degree of process flexibility upstream from the order coupling point.

Process flexibility

Order size less than minimum batch size in steelmaking—continuous casting (SCC) necessitates buffering If the equipment is inflexible, buffering becomes necessary and the

amount (WIP inventory) increases with the product variants/range Product range is directly correlated to flexibility in upstream &

downstream direction Measures to increase flexibility: Reduce setup times (CC, rolling) Reduce yield losses (e.g. change of width or grade in CC) Improve process control using CAQC systems Remove constraints on product sequence

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Conclusions

Industry 4.0 has much more potential than just automation Steel industry is CAPEX intensive and assets need to run at max capacity Inventory is responsible for high working capital In order to adopt ‘lean’ manufacturing model, bullwhip effect needs to be

minimised – thereby necessitating visibility in the supply chain The next generation of industry 4.0 solutions would likely have more

emphasis on software; necessitating Hybrid systems (incorporating JIT & ERP/MRP) Collaboration in supply chain (horizontal digitalization) for superior demand visibility Standardization of data exchange & compatibility Information security

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Thank you for your attention.

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For further information contact:

Dr Rizwan Janjua | Head, TechnologyWorld Steel AssociationJanjua@worldsteel.org | T: +32 (0)2 702 89 00 | worldsteel.org

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